General Directorate of IETT Enterprises

Platinum Leading Organisation for Excellence in the Transport sector

Service Quality Assessment Model (SQAM)

SQAM was created and put into use in 2012 to measure our service quality and to ensure the implementation of value propositions we offered the passengers.Primarily, quality standards for service points and measurement model have been created. While determining SQAM criteria, Service Quality Standards of Public Transportation in Europe (EN 13816)...

SQAM was created and put into use in 2012 to measure our service quality and to ensure the implementation of value propositions we offered the passengers.Primarily, quality standards for service points and measurement model have been created. While determining SQAM criteria, Service Quality Standards of Public Transportation in Europe (EN 13816) have been taken as the basis. All the touch points of passengers such as buses, metrobuses, their stops, electronic ticket offices, social media, web site, etc. are within the scope of SQAM. While creating the standards, consultancy services were received and domestic benchmarking efforts were carried on. Audits of SQAM are realized by external and independent auditors (third party) in all service points every month. Audit results and performance indicators are reported every month. The areas of improvement which are highlighted in the report are evaluated in two medium: Focus groups and Customer Relations and Service Improvement Committee. Audit results show that the level of our service quality is increasing. Moreover, within the framework of these efforts, the Tunnel and Nostalgic Tramway initiative has been awarded with the certificate of conformity to “EN 13816 standard”. SQAM was included in the database of KalDer good practice in 2015.

This practice was established to ensure that our employees understand what the passengers experience and form an empathetical approach, to identify areas for improvement in our service points, improve our service quality, produce innovative solutions and thus improve customer satisfaction. Once every three months for a week, all managers...

This practice was established to ensure that our employees understand what the passengers experience and form an empathetical approach, to identify areas for improvement in our service points, improve our service quality, produce innovative solutions and thus improve customer satisfaction. Once every three months for a week, all managers including the GM and employees go to work via public transport, leaving the vehicles and service buses provided for them. An observation form for employees has been designed where they can share their observation and suggestions. Shortcomings, strengths and suggestions in the field are collected via this form. To promote and ensure participation, employees that have contributed by sharing their observation and suggestions are awarded with prizes under four categories such as highest number of surveys, best photograph etc. In 2015, the concept of empathy with drivers has been added to the practice as they form the biggest group of employees. The lines most subject to complaints are assigned to top management. The managers talk with drivers at the end of the trip and get information about designated subjects (problems they experience with passengers, work plans, communication with managers etc.). Between the years 2012 and 2015, the number of surveys in chronological order is as follows: 1465, 2418, 4434, 15175. Over the four year period, 947 actions have taken place. İETT has been awarded with a prize under the category of public institutions at the Golden Compass Awards held by Public Relations Association of Turkey (TÜHİD).

FMS was put into place in July of 2015 in order to make field practices (Internal supervision, Passenger Notification, Fleet Communication, Incident Handling, Crisis Management and Transportation Analysis) more efficient and easy to measure as well as to enhance quality of service. Bus Realization Process was one of the critical processes in...

FMS was put into place in July of 2015 in order to make field practices (Internal supervision, Passenger Notification, Fleet Communication, Incident Handling, Crisis Management and Transportation Analysis) more efficient and easy to measure as well as to enhance quality of service. Bus Realization Process was one of the critical processes in 2015. Drivers, Supervisors and Managers attended meetings designed to review the process. Tablet computers were bought to ensure that field managers could use software efficiently and personnel were trained for the same reason. We have carried out a benchmarking process with TFL, the London Transportation Authority. A Field Management software, which would meet the expectations of both internal and external customers, integrate various software systems used in the field, increase the quality and performance of the system, was put into practice by using internal resources. We are able to receive instant input from drivers throughout Istanbul about their ideas on how to make the system better thanks to the “e-driver” application. In the first six months following the system was activated we have received 4300 requests and suggestions from our drivers. This figure shows that effective communication channels are in great demand. The number of inspection following the implementation of the Field Management System in December of 2015 rose up to 113.137 compared to 28.182 in December of 2014. The system was picked as a good practice and presented to all member cities at the 2015 International Bus Bechmarking Group (IBBG) annual members’ meeting.

Interactive information system was set up for the passengers to access the information they need before, during and after the journey. In this context, web site, Mobiett (mobile İETT) intelligent stop, Mobiett how to go, intelligent stop, audio cycle, out-vehicle announcement, in-vehicle information and passenger information via announcement,...

Interactive information system was set up for the passengers to access the information they need before, during and after the journey. In this context, web site, Mobiett (mobile İETT) intelligent stop, Mobiett how to go, intelligent stop, audio cycle, out-vehicle announcement, in-vehicle information and passenger information via announcement, social media, helpİETT and CRM tools work together. A project team was formed in order to set up interactive passenger information system. Practices of the public transport operators in the world were observed. We got information about the subject in IBBG forums. Suggestions were received in focus group meetings as the part of passenger meetings. Consultancy service was received to improve the mobile apps and integrate them with other information tools. We have learned that receiving the customer requests is important, needs should be satisfied more than technological necessities and users should be a part of the development processes with the help of focus groups more frequently. For example, after we made focus group meetings with disabled people, we updated our mobile app for the use of visually impaired people. Number of users of web and mobile applications has dramatically increased. Downloads of Mobiett app have reached to 2.2 million in 30 months, and 30.000 of these downloads have been from abroad. In 2015, İETT was granted with E-TR (Electronic Turkey) Great Award organized by TUSIAD and Turkish Informatics Foundation in the category of Large Scaled Municipality.

One of the fundamental values in İETT is to be “Innovative”. The notions of “the uncovered needs” in the mission statement and “making the urban life easier” in the vision statement pave the way for innovative solutions and innovation. The innovation system has been designed in 2013. According to the innovation management system, ideas collected...

One of the fundamental values in İETT is to be “Innovative”. The notions of “the uncovered needs” in the mission statement and “making the urban life easier” in the vision statement pave the way for innovative solutions and innovation. The innovation system has been designed in 2013. According to the innovation management system, ideas collected from different sources are subjected through a pre-selection by the innovation team with reference to the evaluation criteria following which they are presented to the Innovation and Kaizen Committee. Innovation workshops with employees and other stakeholders and innovation web site are examples of innovation sources. An action is requested from the respective department to get a project feasibility deemed compatible with the mission, vision and the strategic purposes. After test phase of the projects which are accepted by the respective department, is completed; these projects are implemented. The team or the person behind the idea, is rewarded at the end of the year. The number of the ideas coming from different sources which support the innovation system has been on the increase. While 10581 ideas are collected through innovation sources in 2014, the number of ideas generated reached 10861 in 2015. Realization ratio is around %0,5. Within the scope of the “Turkey Innovation week” organized by Turkish Exporters Assembly in 2015, İETT was awarded as Innovation Champion in the category of “innovation organization and culture”.

According to the studies, 95% of the traffic accidents are caused by the driver failures. One of the biggest reasons of failure to ensure the desired quality public transport in such a metropolitan city as Istanbul is that the drivers are lack of adequate education and training. For this reason, İETT has established İETT Academy in order to...

According to the studies, 95% of the traffic accidents are caused by the driver failures. One of the biggest reasons of failure to ensure the desired quality public transport in such a metropolitan city as Istanbul is that the drivers are lack of adequate education and training. For this reason, İETT has established İETT Academy in order to increase the qualifications of both the internal and the external public transport drivers. Within the scope of İETT Academy project; The national standards on Rubber - Tired Public Transport Vehicle Drivers have been identified, Pyscyho-technic Evaluation Center has been established to ensure that the candidate drivers take psycho-technic tests. Mental Health Center has been established to ensure that the drivers’ mental health is controlled and they work efficiently. A Simulation Center has been established to provide a comprehensive driving training with the equipment of modern devices. A driving track has been constructed to ensure a practice training for the drivers as well as the theoretical education. Distant learning system has been formed. A partnership was made with TESK (Confederation of Turkish Tradesmen and Craftsmen) in order to set the national standards. (National professional standards regarding the mini-bus drivers, shuttle vehicle drivers and urban public transport vehicle drivers have been identified and published in the Official Gazette. Additionally, Professional Competency Institution has granted a sole authorization to our organization for identifying the National Professional Standards for Metrobus (BRT) Drivers; the related national standards have been formed and published in the official Gazette.) In 2015, 3588 training were assigned on e – learning platform and 2726 of them have been completed. 96% of the ones who have completed their training were successful. General training satisfaction score was 88,79%. Additionally, until today 3989 people participated in Simulated Advanced, Secure and Economic Driving Training and 96% of them have successfully completed their training. This project has been considered worthy for ensuring a financial support by İSTKA (Istanbul Development Agency) (1,5 Million TL). The project was granted the “Regional Award” by UITP in 2015.

The Excellence Model criteria that covers all functions, all hierarchical levels and all stakeholders of the entity, provides us a 360 degrees evaluation of our organization. The RADAR logic, as a management tool, caused our people to gain an in depth perspective of “continuous improvement” understanding. The model compels us to analyse the effectiveness and search for better ways thus provides means for sustainable success. The self-assessments and external award assessments since 2012 enabled us to improve our management systems. For example, our corporate performance management system has now an aligned cause-effect relation thanks to improvements of the EFQM Excellence Model assessments. As of continuous improvement; our process framework is now representing our value chain thus we can effectively manage the horizontal flow throughout our enterprise.

To be a leader institution that makes the urban life easier, acts eco-friendly and manages alternative energy resources.

Mission

To regulate and control the public transportation in the way to supply the uncovered needs, to have a balancing role in the sector and to lead accumulation of knowledge in national and international areas

Values

Fair - İETT never deviates from justice and integrity while carrying out its operations and it never discriminates its stakeholders.
Reliable - İETT abides by the service principals it promises to its stakeholders.
Participatory - Ideas of its passengers, personnel, suppliers and partners are important for İETT in increasing service quality.
Sensitive - İETT is sensitive towards the needs and expectations of its stakeholders.
Innovative - İETT pioneers changes and innovations for maximum satisfaction and minimum cost.

Our core business

Providing urban public bus transport services in the municipality of İstanbul. This includes regulation, control, integration and knowledge sharing activities. With more than 11 000 stops, İETT carries 3.6 million passengers on more than 700 routes with approximately 3000 buses daily.

İETT runs the buses, metrobuses (bus rapid transit – BRT), the nostalgic tram and the tunnel in order to offer public transport services in İstanbul. İETT is also in charge of regulating and inspecting Private Public Buses.